Identifying And Engaging Stakeholders For Strategic Planning

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March 17, 2018
Wellness
March 17, 2018

Discussion: Identifying and Engaging Stakeholders for Strategic Planning
Post a description of internal and external stakeholders who should be involved in strategic planning at Mountain View Health Center. Propose strategies for cultivating relationships with these stakeholders. Explain how their involvement would promote the likelihood of success for the strategic plan.
By Day 3
Discussion: Identifying and Engaging Stakeholders for Strategic Planning

Stakeholders can facilitate the success, or failure, of a strategic plan.

Identifying internal and external stakeholders and building productive relationships should be an intentional and well-conceived part of the strategic planning process. As a nurse leader-manager involved in strategic planning, it is important that you consider who could be impacted by a proposed change and how the change may affect individuals’ roles, responsibilities, and relationships. It is also essential to think about which stakeholders may be able to offer expertise, capital, and/or sway to help exercise the strategic plan and generate buy-in.

In this Discussion, you identify stakeholders who can assist with carrying forward a strategic plan.

Your Instructor has assigned you to a small group for this Discussion. Craft your stakeholder description independently; through the collegial exchange that follows, you will offer each other suggestions for refinement. As in Weeks 2 and 3, use this small group Discussion to delve deeply into the concepts being presented as they are foundational to this course.

To prepare:

· Reflect on a planned change effort you have experienced. Consider the following questions:

· How do you think stakeholder involvement may have impacted the outcome of this planned change?

· Were the right stakeholders involved? Did the stakeholders help to carry out the plan as needed?

· Should other stakeholders have been engaged? If so, how could relationships with additional stakeholders have been cultivated to better support the plan?

· How does reflecting on this instance of planned change inform your perspective on what is needed to engage stakeholders to successfully promote other strategic changes?

· Review the Mountain View Health Center case study, and reflect on the focus of your postings in the Week 2 Discussion 2 and the Week 3 Discussion.

· Conduct additional research as necessary to strengthen your understanding of the process of involving stakeholders in strategic planning and to deepen your thinking about the organization. For instance, you may research organizations with similarities to Mountain View, and examine information related to stakeholder involvement.

· Consider the following questions:

· Which internal and external stakeholders should be involved in strategic planning related to this case study?

· What assets and/or perspectives would each of these stakeholders offer to the process?

· What role would each potential stakeholder play in helping to move forward a strategic plan?

· When and how should the stakeholders become involved?

· How would you cultivate relationships with these stakeholders to produce the best possible results?

· How would the appropriate selection of stakeholders and their involvement promote the likelihood of successful adoption and implementation of a strategic plan?

By Day 3
Learning Resources

Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Cara, C. M., Nyberg, J. J., & Brousseau, S. (2011). Fostering the coexistence of caring philosophy and economics in today’s health care system. Nursing Administration Quarterly, 35(1), 6–14.

Retrieved from the Walden Library databases.

The article addresses caring as a part of mission and philosophy and the benefits of this for nursing satisfaction and performance, patient satisfaction, quality of care, and cost reduction.

Lorenzi, N. M. (2011). AMIA’s realigned strategic plan. Journal of American Medical Informatics Association, 18(2), 203–208.

Retrieved from the Walden Library databases.

As you read this article, consider the process used to set goals and evaluate the extent to which the identified goals are specific, measureable, attainable, relevant, and time-bound.

Kenny, G. (2012). From the stakeholder viewpoint: Designing measurable objectives. Journal of Business Strategy, 33(6), 40–46.

Retrieved from the Walden Library databases.

Measurable objectives are an important part of the strategic planning process, yet many organizations struggle with formulating good objectives. In this article, the author suggests strategies for developing better objectives, which will then facilitate the planning process.

Urbanski, J., Baskel, M., & Martelli, M. (2011). Strategic planning—A plan for excellence for South Haven Health System. Nursing Administration Quarterly, 35(3), 227–234.

Retrieved from the Walden Library databases.

The article addresses stakeholder involvement as a key component of South Haven Health System’s success in strategic planning and describes how the system develops goals and objectives.

Lloyd-Jones, D. M., Hong, Y., Labarthe, D., Mozaffarian, D., Appel, L. J., Van Horn, L., . . . Rosamond, W. D. (2010). Defining and setting national goals for cardiovascular health promotion and disease reduction: The American Heart Association’s strategic impact goal through 2020 and beyond. Retrieved from http://circ.ahajournals.org/content/121/4/586.full.pdf+html

As you read this report, consider the process used to set goals and evaluate the extent to which the identified goals are specific, measureable, attainable, relevant, and time-bound.

Required Media

Laureate Education (Producer). (2013b). Case study: Mountain View Health Center [Interactive media]. Retrieved from CDN database. (NURS 6241)

This interactive multimedia piece presents a case study of an organization, with information about the types of activities performed there, organizational structure, strategic priorities, and financial allocations. You will use this as a resource for this week’s Discussion.

Optional Resources

Marquis, B. L., & Huston, C. J. (2015). Leadership roles and management functions in nursing: Theory and application (8th ed.). Philadelphia, PA: Lippincott, Williams & Wilkins.

· Chapter 7, “Strategic and Operational Planning” (pp. 138–161)

Review as needed.

Sare, M., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care.Sudbury, MA: Jones and Bartlett.

· Chapter 7, “The Three Key Elements of the Strategic Planning Process: A Vision That Guides Nursing’s Future Action” (pp. 117–143)

Review as needed, focusing on the information about goals and objectives.

Kramer, M., Schmalenberg, C., & Maguire, P. (2010). Nine structures and leadership practices essential for a magnetic (healthy) work environment. Nursing Administration Quarterly, 34(1), 4–17.

Retrieved from the Walden Library databases.

The authors discuss the clinical environment of nursing and the leadership practices needed to promote quality patient care outcomes.
Week 4 Resources Note: To access this week’s required library resources, please click on the link to the Course Readings List, found in the Course Materials section of your Syllabus.

Required Readings

Sare, M. V., & Ogilvie, L. (2010). Strategic planning for nurses: Change management in health care. Sudbury, MA: Jones and Bartlett.

· Chapter 6, “Strategic Planning: Why It’s Not Just for the Boardroom Anymore” (pp. 105–115)

· Chapter 11, “Eight Cautionary Tales of Strategic Planning” (pp. 215–226)

Note: You are only required to read the “Hail, Hail, the Gang Is Not All Here” section of the chapter this week.

These chapters address stakeholder involvement in strategic planning.

Galunic, C., & Hermreck, I. (2012). How to help employees ‘get’ strategy. Harvard Business Review, 90(12), 24.

Retrieved from the Walden Library databases.

This article addresses the influence of senior management/leadership on employees’ understanding of and commitment to organizational strategy.

Harmon, R. B., Fontaine, D., Plews-Ogan, M., & Williams, A. (2012). Achieving transformational change: Using appreciative inquiry for strategic planning in a school of nursing. Journal of Professional Nursing, 28(2), 119–124.

Retrieved from the Walden Library databases.

The authors discuss stakeholder involvement and other aspects of the strategic planning process engaged in by the University of Virginia School of Nursing.

Murphy-Hoefer, R., Andrade, M. S., Maines, D. E., & Martin, M. (2011). Stakeholder input in establishing an evaluation plan for tobacco counter-marketing campaigns. American Journal of Health Education, 42(2), 66–73.

Retrieved from the Walden Library databases.

As you read this article, consider how stakeholder involvement may contribute to successful strategic planning.

Required Media

Laureate Education (Producer). (2013b). Case study: Mountain View Health Center [Interactive media]. Retrieved from CDN database. (NURS 6241)

This interactive multimedia piece presents a case study of an organization, with information about the types of activities per

 
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